GBMC has worked with one of the top 3 multi-national Pharmaceutical Company’s Diagnostic Divisions since 2012 providing process assessment & audits; coaching & mentoring as well as consulting services. The Diagnostic division is organized into various Lifecycle Teams focusing on different disease areas through the global functional units of R&D, Clinical Operations, Regulatory Affairs, Production and Commercial. A new strategic direction requiring a Lifecycle Team focusing on Companion Diagnostics was created from scratch and GBMC has been engaged to provide consulting support in establishing, implementing and mentoring customized systems since 2012.
The Benefits attributed to increased project management ability and practice for 2015 were identified by the PMO and ratified through a survey with the Programme Team. The tangible benefits identified comprised the following:
- A saving of 5.27 FTE (274 mwks) through efficiencies gained from having a dedicated PM Coordinator and scheduler not previously in place; freeing-up of functional resources fulfilling similar, duplicated roles; having one central contact point to disseminate information and provide focus for resolving issues, risks and changes; having someone to be proactive in planning; and having one person deal with scheduling that increased accuracy of information, estimation and scenario planning.
- A specific type saving of 11.8m USD obtained through the inclusion of milestone payment systems not addressed until project coordination identified and introduced a system of management to recover costs not being charged; the inclusion of ‘closure activity’ funding not being charged; and the identification & inclusion of missing functional costs in contracts.
- Overall the introduction of PM meant the PMO was at least ‘cost neutral’, and the return on consulting effort was obtained many times over.
The key intangible benefits attributed to improved PM were identified as:
- Overall building of project team morale as they jointly took responsibility for resolving issues and moved towards a culture of prevents? others.
- Creation of PM solutions that could be utilised outside of the project team into the programme and the wider organisation.
- Capturing missing elements of the project plan and eliminating risks.
- Provision of new, appropriate tools and increased utilisation of the data that existed.
- Provided enablers to key improvement initiatives established to meet the Programme’s Vision, Mission and Goals.
- Established, implemented and accepted roles of the PM Coordinators and Scheduler for cross project information sharing.
Typical Investment Size